calisthenics victoria incorporated (cvi) financial …...2017/05/08 · 6.5.4 all accounts will be...

CVI | FINANCIAL POLICIES & PROCEDURES MANUAL 1

Calisthenics Victoria Incorporated (CVI) Financial Policies and Procedures Manual


Version Control, Change History and Distribution

Version Control

Document Name:

CVI Financial Policies and Procedures Manual

Prepared by:

CVI Director of Finance

CVI Executive OfficerChief Executive Officer

CVI Board Member

Endorsed by:

Calisthenics Victoria Inc. - Board

Date endorsed:

17 September 2015

Version:

3.0

Review Date:

September 2016June 2015

Change History

Amendment date Version No. Item Page No(s)

amendedreplaced.

Description of change

17 September 2015 3.0 9.3.2 Amend valuation of

non-current assets

from at least annually

to every five years.

Distribution

Hard copy - all CVI Board Members and all CVI staff

CVI Website

Commented [SA1]: Not sure how I recognise Melinda’s assistance here.


SECTION

DESCRIPTION

PAGE REF

Section 1

Policy Statement

46

Section 2

Purpose

64

Section 3

Definitions

64

Section 4

Legislative and Corporate Requirements

64

Section 5

Application of Policy

74

Section 6

General Financial Transactions

76

6.1 Accounting / Bookkeeping 6.2 Monies Received 6.3 Banking 6.4 Petty Cash 6.5 Bank Accounts 6.6 Investments 6.7 Debtors 6.8 Debt Collection 6.9 Provision for Doubtful Debts 6.10 Bad Debts / Write Offs 6.11 Credit Cards / Store Cards 6.12 Accounts for Payment and Disbursement 6.13 Loans / Borrowings 6.14 Fringe Benefits Tax 6.15 Goods and Services Tax 6.16 Auditor Authority 6.17 Annual Budget / Annual Business Plan

67 86 87 97 98

108 109 119 110 101 120 131 131 132 142 142 143

Section 7

Purchases

164

7.1 Purchasing, Quotations & Tenders 7.2 Purchases of Property, Goods and Services 7.3 Contracting

164 175 186

Section 8

Salaries and Wages

197

Commented [SA2]: Page numbers will need to be updated after changes okayed.


8.1 Payroll

197

Section 9

Accounting for Assets

197

9.1 Definition of an Asset 9.2 Initial Recognition 9.3 Subsequent Recognition 9.4 Depreciation of Non-Current Assets 9.5 Disposal of Fixed Assets 9.6 Capitalisation Threshold 9.7 Asset Register 9.8 Hiring of Property and Equipment 9.9 Sale and Disposal of Land and Other Assets

197

2018 2018 2018 2119 2119 220 220 220

Section 10

Registers

213

10.1 Introduction 10.2 Insurances

213 213

Section 11

Computing / Electronic Accounting

242

11.1 Corporate Accounting Database 11.2 Security 11.3 System Integrity 11.4 System Backup

242 242 242 242

Section 12

Financial Records

252

12.1 Record Keeping 12.2 Long Term Financial Plan 12.3 Statutory Financial Reporting 12.4 Procedures for Certification of Annual Financial

Accounts

252 264 275 275

Section 13

Review

285

Section 14

Further Information

286


1. Policy Statement 1.1. To implement and maintain systems of control to ensure that CVI carries out its activities in an

efficient and orderly manner, adheres to policies, safeguards its assets and promotes financial sustainability.

2. Purpose

2.1. This Financial Policies and Procedures Manual (the Manual) documents the Internal risk

management and audit controls adopted by CVI to safeguard assets, secure the accuracy and reliability of accounting data and financial reporting and promote operational efficiency.

2.2. CVI is committed to protecting its revenue, expenditure and property from any attempt to gain by

deceit, financial or other benefits, by either members of the public, contractors, elected members or its own employees.

3. Definitions 3.1 Definitions within this Manual are consistent with Australian Accounting Standards, ATO

legislation and ASIC requirements. 4. Legislative and Corporate Requirements 4.1 This Manual is to be read and implemented in conjunction with CVI’s other relevant

policies, strategies and documents, including:

4.1.1 Constitution 4.1.2 Charter 4.1.3 By-Laws 4.1.4 Strategic Plan 4.1.5 Staff Policy Manual 4.1.6 Any other relevant Policies, Manuals or processes

5. Application of Policy 5.1 The aim of this manual is to maximise the accuracy and reliability of CVI records by specifying

internal control procedures with an emphasis on:

5.1.1 Separation of roles and functions performed by staff 5.1.2 Review and reconciliation of financial records


5.1.3 Detecting and correcting irregularities in a timely manner 5.1.4 Access to and security of computer programs and data 5.1.5 Access to and security of cash, assets and other CVI resources 5.1.6 Sound budget management and variance reporting

5.1.7 Ensuring adherence to policies and procedures 5.1.8 Containing the risks faced by CVI to an acceptable level 5.1.9 Prudent financial governance

6. General Financial Transactions

6.1 Accounting/Bookkeeping

6.1.1 CVI accounting records are currently maintained on a cash basis. A full accrual basis will be implemented in the 2014 FY using up to date methods of electronic data processing.

6.1.2 The following accounting records will be maintained:

6.1.2.1 Consecutive record of cash receipts and payments 6.1.2.2 General Journal 6.1.2.3 General Ledger 6.1.2.4 Subsidiary Ledgers including Accounts Receivable & Accounts Payable 6.1.2.5 Other records necessary to fully document and explain the financial

transactions of CVI

6.1.3 Subsidiary ledgers shall be reconciled with the general ledger at least quarterly. 6.1.4 Employees working within the accounting function will have the capabilities and

training, commensurate with their responsibilities.

6.2 Monies Received

6.2.1 Monies received shall be recorded by one entry for each individual transaction. Each transaction must be recorded in the CVI finance system.

6.2.2 Each payment received shall be issued with a receipt / ‘paid’ tax invoice. 6.2.3 The receipt / ‘paid’ tax invoice record shall indicate the mode of payment, i.e.

cheque, cash, EFTPOS etc.


6.2.4 Cheques received must be crossed “not negotiable”. 6.2.5 Receipts shall be issued in numerical sequence and generated by the CVI financial

system. 6.2.6 Cash floats may be issued to a designated CVI staff member for use as change for

monies received. 6.2.7 Mail will be opened by the designated CVI staff member daily 6.2.8 Cheques and cash received through the mail will be processed daily by the designated

CVI staff member for banking and receipting.

6.3 Banking

6.3.1 Monies received by an employee or volunteer of CVI must be paid into a CVI bank

account. 6.3.2 Monies received by or on behalf of CVI must be banked as soon as practicable on or

after the day of receipt. 6.3.3 Detailed records of CVI’s banking activities must be kept. 6.3.4 Banking shall be reconciled with receipts. 6.3.5 In the intervening periods between banking, monies received will be deposited in the

CVI safe. 6.3.6 Cash held on the premises overnight or receipted at external events shall remain insured

to the value as prescribed in the CVI insurance policy.

6.4 Petty Cash

6.4.1 Cash payments may be made out of a petty cash account established by CVI for expense reimbursement only. All reimbursements must be accompanied by a receipt.

6.4.2 A cash reimbursement cannot, in respect of any particular docket or voucher, exceed

$100 unless authorised. 6.4.3 The maximum cash advance for petty cash purposes shall be limited to $200 unless

express approval of the Director of Finance is obtained. The purpose and reasons for an out of policy cash advance must be provided prior to approval. Due to unique management requirements of the CVI State Team the maximum petty cash advance is $1,000.

. 6.4.4 The petty cash account shall be reconciled at least monthly. 6.4.5 Approval of dockets shall be authorised by the Executive OfficerChief Executive Officer,

Commented [SA3]: Updated for specific State Team Requirements needed

Formatted: Font: Bold

Commented [MB4]: What about Sta5te Champs FLOATS – are these classified differently to petty cash? Solos require (estmaites) $4K and Teams $6K minimum (assuming we introduce merchant facilities)

Formatted: Font: Bold


or in the absence of the eo Chief Executive Officer the CVI Chairperson/President or the Director of Finance.

6.4.6 Petty cash transactions shall be recorded and supported by petty cash dockets and

receipts 6.4.7 Receipts presented to support petty cash purchases must quote the suppliers ABN

and/or be a tax invoice where appropriate.

6.5 Bank Accounts

6.5.1 Bank accounts will be operated exclusively for the purpose of conducting CVI activities and business.

6.5.2 Those presently approved to sign bank accounts are:

6.5.2.1 Chairperson/President - CVI 6.5.2.2 Director of Finance - CVI 6.5.2.3 Executive OfficerChief Executive Officer 6.5.2.4 CVI SecretaryAudit and Risk Committee Member appointed by the Director

of Finance 6.5.3 At least least two authorised bank signatories are required to authorize third

party disbursements from CVI’s main operating accounts. For items in excess of the delegated authorities limits outlined in clause 7.2.6 one of these two signatories must be either the Chairperson/President of the Director of Finance.

6.5.4 All accounts will be in the name of Calisthenics Victoria Incorporated. New bank

accounts can only be opened with the approval of the Director of Finance. 6.5.5 Bank reconciliations for each bank account operated by CVI shall be prepared monthly

and reviewed by the Executive OfficerChief Executive Officer and the Director of Finance quarterly.

6.5.6 Transactional banking is to be carried out through banking institution(s) approved by the

CVI Board from time to time. 6.5.7 Consistent with CVI’s conservative financial profile, CVI will only consider banking with

one of the four major Australian national banks, i.e. CBA, ANZ, NAB and WESTPAC. 6.5.8 Banking trends and costs will be monitored by the Director of Finance and Executive

OfficerChief Executive Officer and a working relationship with the approved banking institution will be maintained.)

6.6 Investment(s)

Commented [SA5]: Given the change in scope of Compliance Committee not sure if this should still be included. Recommend change to the CVI Secretary also approved as signatory to the bank account

Commented [MB6]: Bank reconciliation reports don’t happen through Xero. We do produce EOM reports however


6.6.1 Calisthenics Victoria Incorporated must:

6.6.1.1 Avoid investments that are speculative or of a high risk nature. 6.6.1.2 Obtain independent and impartial advice concerning investment and / or

the management of investments with the exception of term deposits and at call accounts deposited and held with recognized banking institutions.

6.6.1.3 Review the performance of investments at least annually. 6.6.1.4 Protect directors and employees from civil liability for an honest act, or

omission, in the exercise of their duties where and when undertaken with proper due diligence, in good faith and without negligence.

6.6.2 Investment performance will be reviewed regularly and the outcome will be reported to

the CVI Board half yearly (June and December).

6.7 Debtors

6.7.1 CVI provides a range of revenue generating services which are purchased by various individuals, clubs and organisations. An invoice must be raised for all services provided within (7) days. This invoice shall remain a debt to CVI up to the time it is paid or written off.

6.7.2 Staff will complete a Debtor Invoice Request Form (DIRF) immediately an amount

becomes due and payable, and forward it to the CVI Executive OfficerChief Executive Officer for approval.

6.7.3 Invoices will be raised upon receipt of a DIRFappropriate paperwork by the designated

CVI staff member. 6.7.4 Invoices will be computer numbered and issued in numerical sequence and be GST

compliant. 6.7.5 Records shall be maintained for all debtors and transactions relating thereto. 6.7.6 CVI’s standard terms and conditions include payment 30 days from the date of invoice.

After 30 days, the amount is considered “overdue”. These T&C’s may vary from time to time with the express approval of the Executive OfficerChief Executive Officer.

6.7.7 CVI State Team has unique debtor payment requirements. Variations from the standard CVI T&C’s must be approved by the Chief Executive Officer prior to communication to participants. 6.8 Debt Collection

6.8.1 CVI will apply prudent debt management practices. Outstanding debtor balances shall be reviewed by the Executive OfficerChief Executive Officer and/or the Director of Finance at least monthly and appropriate action initiated to recover debts. This will include:

Commented [SA7]: Sarah and Matthew please confirm whether this is actually happening or if the process is operating differently.

Commented [MB8]: This doesn’t happen, staff can enter their own expense claims otherwise all invoices are processed by Sarah as bookkeeper. I approve payments online.

Formatted: Indent: Left: 0 cm


6.8.1.1 30 Days: First Reminder letter 6.8.1.2 60 Days: Final Notice requesting payment within 14 days 6.8.1.3 90 days: Debtors that fail to pay with 90 days of the invoice date will be

referred to the Audit & RiskCompliance Committee Chief Executive Officer for further action, as considered appropriate.

6.8.2 CVI must ensure that debt is managed in a way which is fair and equitable to the

debtor and efficient for both parties. CVI acknowledges that a debtor’s financial circumstances can change. As a result, if financial difficulties are experienced or are anticipated, debtors will be encouraged to promptly initiate discussions with CVI to seek alternative arrangements.

6.8.3 Should the debtor fail to meet the payment terms without having made contact

with CVI regarding difficulties, CVI will reserve the right to invoke debt recovery procedures or take other appropriate actions such as loss of membership to ensure a fair, equitable and consistent approach to all debt follow up. At all times consideration will be given to the amount overdue and the circumstances of the debtor.

6.9 Provision for Doubtful Debts

6.9.1 A provision for doubtful debts will be established in consultation with the Chief Executive Officer and Director of Finance by resolution of the Audit & Risk Committee based on a review of debtors >60 days that are it considersed at risk.

6.9.2 Outstanding debtor balances shall be reviewed by the CEO Chief Executive Officer and

Director of Finance at least quarterly to ensure doubtful debts are adequately provided for and that appropriate follow up activities are at undertaken.

6.9.3 Outstanding debtor balances shall be reviewed annually towards the end of each

financial year to ensure doubtful debts are adequately provided for. 6.10 Bad Debts/Write Offs

6.10.1 Debts shall be written off only when all reasonable attempts at recovery have been taken and failed.

6.10.2 The designated CVI staff member must prepare a recommendation for write off for

initial approval by the Executive OfficerChief Executive Officer. 6.10.3 Bad debts up to $500 may be approved by the CVI Executive OfficerChief Executive

Officer. 6.10.4 A recommendation for write off greater than $500 shall be made by the Executive

OfficerChief Executive Officer to the Audit & Risk CommitteeDirector of followingFinance following discussion with the person responsible for the raising of the invoice.

Commented [SA9]: This was point 6.9.2


6.11 Credit Cards / Store Cards

6.11.1 CVI owned Credit Cards and store cards will be provided to persons as approved by the Director of Finance on the recommendation of the Executive OfficerChief Executive Officer and as advised to the CVI Board.

6.11.2 Credit cards shall only be issued to the CVI Executive OfficerChief Executive Officer and

the CVI Chairperson/President. Due to the nature of CVI State Team Expenditure it may be necessary to issue a credit card to the State Team Manager. The use of this card is subject to policy and the card must be surrender to the Chief Executive Officer immediately after the National competition. The Chief Executive Officer will then cancels and destroys this card.

6.11.3 The corporate credit card recipient must comply with the conditions of use as set out in

the “Credit Card Agreement” and “Acknowledgement by Cardholders” that must be signed before the card is issued. This document details limits on usage and conditions relating to documents required to support credit card transactions.

6.11.4 Credit card expenditure must be authorised by the card holder, supported by the

appropriate documentation with a notation detailing its particulars and be submitted to the Executive OfficerChief Executive Officer for reconciliation with the statement of account monthly.

6.11.5 The cardholder will ensure that a satisfactory description of the goods purchased is

on the sale docket / tax invoice. 6.11.6 The use of a credit card for cash withdrawals is prohibited. 6.11.7 The cardholder may permit the use of the store card by a director or other employee for

CVI operational related expenses only with prior approval of the Executive OfficerChief Executive Officer.

6.11.8 For Fringe Benefit Tax (FBT) purposes, hospitality or entertainment payments which are

charged on the credit card must be accompanied by information such as the reason for the function, the number of internal staff and the total number of people in attendance at the function.

6.11.9 Where a credit or store card is lost or stolen, the cardholder must immediately report it

to the Bank for cancellation and then report this to the Executive OfficerChief Executive Officer, Director of Finance and the CVI Accountant.

6.11.10 Any card holder who does not comply with the conditions of use, will have the card

withdrawn & may be subject to disciplinary action. The cardholder must return the card immediately should they cease to be a representative of CVI or when so directed by the Director of Finance.

6.11.11 Credit Card limits are as follows:

CVI Chairperson/President – $3,000

CVI Executive OfficerChief Executive Officer – $10,0003,000

Commented [SA10]: Amended re February Board Minutes


CVI State Team Manager - $5,000

6.11.12 Credit card limits may be amended when circumstances require a higher credit limit. Any such increase must be approved by the Director of Finance and advised to the Audit and RiskCompliance Committee. 6.11.13 Store cards are limited to $2,000

6.12 Accounts for Payment and Disbursements 6.12.1 Payments must only be made on GST compliant invoice (not statement). 6.12.1 All invoices submitted for payment shall be certified by a relevant employee as to:

6.12.1.1 The receipt of the goods or services being in accordance with the relevant

purchase order 6.12.1.2 The prices charged being accurate, fair and reasonable 6.12.1.3 An appropriate detailed explanation of the expense

6.12.2 All accounts for payment must be GST compliant and if non-compliant shall remain

unpaid until GST compliant. 6.12.3 A payment on behalf of CVI shall be made:

6.12.3.1 By Electronic Funds Transfer (in the first instance), or cheque drawn on the CVI bank (in the second instance); or

6.12.3.2 by Direct Debit (where prior approval has been given by the Executive

OfficerChief Executive Officer or Director of Finance).

6.12.4 Unused cheques shall be in the custody of the Director of Finance who shall maintain a

register.

6.13 Loans/Borrowings

6.13.1 There will be no borrowings for asset replacement / renewal and / or extraordinary items unless approved by the CVI Board on the recommendation of the Director of Finance and/or the CEO.Audit & Risk Committee.

6.13.2 A register of loans raised by CVI will be maintained by the CVI staff.

6.14 Fringe Benefits Tax

6.14.1 Fringe Benefits Tax (FBT) is paid on benefits in place of, or in addition to, salary or wages of employees.

6.14.2 Fringe benefits provided are required to be reported on an employee’s annual PAYG

Formatted: Indent: Left: 0 cm, First line: 0 cm

Commented [SA11]: Matthew, do we still have cheques from ANZ. I thought we now had no need of them. Therefore this could be deleted. As it was unused cheques were held securely in the CVI safe and as they had to be signed by 2 authorised parties were not used. (in the past the CVI President used to sign multiple BLANK cheques.

Commented [MB12]: We do have a cheque book – we have issued 7 cheques since June 2014 – all for Besen Centre of Frankston Arts Centre. They do not have internet banking facilities.

Commented [SA13]: Due to change of scope for committee as I had originally planned I have changed this.


payment summaries. As the FBT year is not aligned with the financial year, the benefits reported on payment summaries is for the preceding FBT year.

6.14.3 CVI will comply with the relevant FBT legislative requirements. 6.14.4 CVI is a FBT Rebatable organisation under the FBT rules as at January 1, 2015.

6.15 Goods and Services Tax

6.15.1 CVI’s ABN is 19 319 361 645. 6.15.2 CVI must comply with all relevant GST legislation. 6.15.3 With the exception of participants and volunteers, CVI will only deal with suppliers who

have an Australian Business Number (ABN) or suppliers who are prepared to sign a “Statement by Supplier” tax declaration. A register will be kept of all suppliers who have signed this declaration by the Executive OfficerChief Executive Officer.

6.15.4 For purchases of goods and services exceeding $75 and which attract GST, CVI must

obtain a compliant Tax Invoice. For amounts less than $75 an account detailing items supplied with total GST is sufficient.

6.15.5 All invoices for CVI supplies costing more than $75 and which attract GST must be

compliant Tax Invoices.

6.16 Auditor Policy

6.16.1 CVI’s Auditor shall be appointed by the members by resolution at the Annual General Meeting.

6.16.2 The Chief Executive Officer and Director of Finance are Audit & Risk Committee is

responsible for monitoring the performance of CVI’s Auditor. 6.16.3 The Chief Executive Officer and Director of Finance Audit and Risk Committee should

consult meet with the Auditor each year to discuss their findings and recommendations. 6.17 Annual Budget/Annual Business Plan

6.17.1 The annual CVI budget must include all relevant major projects that will be undertaken in that budget year.

6.17.2 All CVI Committees have the responsibility to submit their budget proposal for the following year to the CVI Executive OfficerChief Executive Officer no later than the end of September for review and consolidation into the overall CVI Budget.

6.17.3 The CVI Executive OfficerChief Executive Officer will delegate staff resources and provide financial information from the myobapproved accounting software system to assist with budget development where appropriate.

6.17.4 The budget will be prepared on an organisational/portfolio basis, deal with each activity on a separate basis and must comply with recognized accounting standards and

Commented [SA14]: No longer part of comm scope


principles 6.17.5 The Audit & Risk Committee Chief Executive Officer, Director of Finance will request

another member of the Board to assist with the review of the budget prior to submission to the CVI Board. They will will review and approve the Annual Budget (Cash Flow and Profit & Loss Statement) by the end of NovemberOctober in preparation for the next for approval by the CVI Board at the December Board meeting.

6.17.6 CVI’s annual budget will be prepared giving due consideration to the “Strategic Plan”

which will address the activities CVI intends to undertake in the next year. 6.17.7 The budget will reflect likely changes to operational and organisational structure for the

next budget period. 6.17.8 The following budget principles will underpin the budget development:

6.17.8.1 Strategic Approach - to the delivery of CVI services within CVI’s strategic

priorities. 6.17.8.2 Long Term Financial Planning - with long term financial plans to

ensure sustainability of operations. 6.17.8.3 Meet long term liabilities - and ensure appropriate funding for

infrastructure provisions. 6.17.8.4 New Initiatives are to be fully costed and evaluated in terms of meeting

CVI’s strategic priorities. 6.17.8.5 Financial Control - to minimise CVI’s exposure to risk. 6.17.8.6 The budget will show a comparison to prior year actuals with appropriate

commentary for all material variations.

6.17.9 Performance against budget will be monitored monthly by the Executive OfficerChief Executive Officer.

6.17.10 The Executive OfficerChief Executive Officer will present to CVI Board monthly, a report

that compares budgeted performance to actual performance with explanations for material budget variances.

6.17.11 All Committees/sub committees must provide a monthly report (during the life cycle of

the project) of actual expenditure and revenue compared to budget for projects within their responsibility, to the Director of Operations/Competition. Material variations from budget must be reported to the CVI Board on a monthly basis by the Director of Operations/Competition.

6.17.12 a quarterly forecast P&L will be prepared for presentation to the CVI Board. Forecasts will be prepared on the following basis.

3+9 = 3 month’s actual results and 9 months forecast.

6+6 = 6 months of actual results and 6 months of forecast.

9+3 = 9 months of actual results and 3 months of forecast.

Forecast will compare to CVI Board Approved budget.

Forecast will include commentary on material variances.

Commented [SA15]: Timing this year was out and the committee budgets were not finalised. Perhaps move the Timing for approval by the Board in December? We should be better placed with regular forecasts in 2015

Commented [MB16]: Agreed

Formatted: Bulleted + Level: 1 + Aligned at: 2.5 cm +Indent at: 3.14 cm


Forecasts to be prepared for Board Meeting following the completion of the quarterly actuals.

7. Purchases 7.1 Purchasing, Quotations and Tenders

7.1.1 Where the expected outlay for goods or services exceeds $5,000, CVI must obtain tenders or quotations for the supply of goods, the provision of services or the carrying out of works; where possible 3 quotations should be obtained. Where there is only a single source available for a purchase clear approval must be given by the CVI President or Director of Finance. Any submission for approval must include relevant facts and reasons for the single source.

7.1.2 Procurement will be undertaken by CVI in a way which:

7.1.2.1 Encourages purchases being made in an open, fair and transparent manner 7.1.2.2 Facilitates achieving value for money in the acquisition through the most

appropriate provider 7.1.2.3 Ensures open and effective competition 7.1.2.4 Supports environmentally safe and sustainable procurement 7.1.2.5 Appropriately manages risks 7.1.2.6 Promotes efficient purchasing practices and their continuous

improvement 7.1.2.7 Encourages local and Australian businesses 7.1.2.8 Encourages the maintenance of assets at high standards in the most cost

effective manner 7.1.2.9 Ensures the integrity of all procurement processes conducted by CVI 7.1.2.10 Providesprovides a fair and transparent process for calling tenders and

entering into contracts in those circumstances

7.1.3 Cost is not the only factor in assessing and determining value for money. Other factors for consideration may include (but not be limited to):

7.1.3.1 Performance history of each prospective supplier 7.1.3.2 Flexibility to adapt to possible change over the lifecycle of the property or

service 7.1.3.3 Evaluation of contract options (for example, contract extension options)

Commented [SA17]: Example Besen where we have to go there.


7.1.4 Ethical Behaviour

7.1.4.1 Employees and Directors involved in procurement should act in an ethical way which encompasses the concepts of honesty, integrity, probity, diligence, fairness, trust, respect and consistency and the declaration of any possible, perceived or actual conflict of interest

7.2 Purchase of Property, Goods and Services

7.2.1 All CVI purchases other than low value (up to $500) purchases made on CVI authorised credit or store cards or petty cash, are only to be made on CVI issued purchase orders. 7.2.2 No CVI employee, director or volunteer is to commit CVI funds to a supplier without an

authorised CVI Purchase order. Any such commitments are deemed a prohibited commitment of CVI funds.

7.2.3 Purchase Orders will be:

7.2.3.1 Approved by the relevant person with authority to incur expenditure on

behalf of CVI 7.2.3.2 Retained electronically on the system.

7.2.4 A list of preferred suppliers who have demonstrated high quality, dependability and

value for money will be maintained. 7.2.5 Before a CVI purchase order is authorised it is to include an estimate of the cost of the

goods and services so ordered and the appropriate general ledger account number for costing purposes.

7.2.6 Budgeted items shall be deemed to have been authorized by the CVI Board at the time

of setting the budget. When exercising purchasing delegation relating to unbudgeted items the following limits must be observed:

PERSONNEL ITEM LIMIT

EOChief Executive Officer $1,500

CVI President/Chairperson $1,500

Director of Finance $1,500

7.2.7 The competitiveness of any quotation / tender shall be evaluated on the following basis:

7.2.7.1 All facets of the supplier’s offer including price, quality, usability, environment procurement and sustainability, delivery and the willingness of the supplier to accept CVI’s terms and conditions of purchase

7.2.7.2 Standardisation and compatibility with other CVI equipment

Commented [SA18]: Matthew, is this is still workable. And is it being adhered to.

Commented [MB19]: I think it is for the most part but as part of our ongoing budgeting processes there needs to be better planning


7.2.7.3 The expected life, anticipated running and maintenance costs, the

willingness of the supplier to guarantee ready availability of parts and servicing and the likely disposal value of equipment offered

7.2.8 Purchasing practice will be designed to minimise inventory stock. The holding of items in

stock will be based on cost effectiveness and / or the need to hold essential or scarce items. Stock inventories will work on the “just in time” principle.

7.2.9 In addition to the above policies the following principles will be applied:

7.2.9.1 Quotations / tenders should encourage open, transparent and effective competition for CVI’s business

7.2.9.2 CVI must be, and must be seen to be, a fair and even-handed purchaser by

all existing and potential suppliers and the public 7.2.9.3 The confidentiality of suppliers and tenderers is to be protected where

possible. Adequate safeguards must apply to secure the confidentiality of tenderers. All information provided between the tenderers and CVI shall be treated as confidential and both the tenderer and CVI shall maintain such information as confidential and commercial in-confidence.

7.2.9.4 CVI should endeavour to combine major purchase requirements

with other CVI purchases where it is advantageous to do so with the same supplier

7.2.9.5 Where the purchase of goods, materials or plant and equipment

involves implications for the safety, health and welfare (OHS&W) of CVI ’s employees, the employees involved will be consulted prior to the purchase. The OHS&W Risk Management Representative should be consulted (where applicable) prior to purchase.

7.3 Contracting Out

7.3.1 CVI will provide services in the most effective manner possible using either contractors or CVI employed labour, whichever is appropriate and always subject to the ability to deliver excellence. CVI will take into account the need for specialist short term skills and equipment needs and balance against the need to maintain a strong CVI employed skills base. This will enable the provision of a range of services and the provision of good community governance.


8. Salaries and Wages 8.1 Payroll

8.1.1 Records will be maintained in respect of all employees 8.1.2 Salaries and wages will be paid on a fortnightly basis in accordance with individual

employment contracts. Salaries and wages will be paid on the basis of hours of attendance recorded on an approved time sheet for all ad hoc / casual employees.

8.1.3 All claims for the accrual of Time in Lieu (TIL) must be authorised by the Executive

OfficerChief Executive Officer before being paid. Time in Lieu will accrue in accordance with individual employment contracts.

8.1.4 All annual leave and long service leave must be applied for in writing by employees and

authorised by the Executive OfficerChief Executive Officer prior to commencement of leave.

8.1.5 All sick leave must be authorised by the Executive OfficerChief Executive Officer as soon

as practical after the period of absence, and will be paid in accordance with CVI’s Employment Policy and / or the relevant award.

8.1.6 CVI may make payments of cash advances against salaries or wages earned but unpaid.

No advance shall exceed the amount of salary or wage earned in the next pay period. Any such payment is to be approved by the Director of Finance or Executive OfficerChief Executive Officer prior to payment.

8.1.7 The employment procedures outlined in CVI’s Staff Policy Manual (to be developed)

must be followed before new employees are entered into CVI’s payroll. 8.1.8 Payroll deductions on behalf of employees will be limited to:

8.1.8.1 Statutory deductions 8.1.8.2 Court Ordered Deductions 8.1.8.3 Other Deductions as outlined in employment contracts contracts, e.g. salary

sacrifice 8.1.8.4 Other authorised deductions by the Executive OfficerChief Executive Officer

9. Accounting for CVI Assets - Property, Plant, Equipment Infrastructure 9.1 Definition of a Fixed Asset

9.1.1 Where the future economic benefits of an asset are expected to occur over a period spanning more than one financial year and the purchase price / cost value exceeds $1000, the asset will be recognised as a “non-current” asset in CVI’s balance sheet.

9.1.2 Acquisition costs of assets which total less than $1,000 maywill be treated as operating


expenses subject to approval by the Director of Finance. 9.2 Initial Recognition

9.2.1 Assets are recognised at the lower of cost or net realisable value except where a note to the accounts provide for an alternative treatment. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition. The cost of non-current assets constructed by CVI includes the cost of all materials used in construction and direct labour on the project.

9.2.2 Capital works still in progress at balance date are recognised as other non- current

assets (under Works In Progress) and transferred to infrastructure, property or plant & equipment when completed and ready for use.

9.3 Subsequent Recognition

9.3.1 Certain assets may be re-valued on a regular basis such that the carrying values are not materially different from fair value.

9.3.2 The value of non-current assets, other than receivables and investments, are to be

reviewed at least every five years. If at any time management considers that the carrying amount of an asset materially differs from its fair value then the asset will be re-valued regardless of when the last valuation took place.

9.3.3 Revaluation increments arising upon revaluing the above mentioned non-current asset

classes to their depreciated replacement cost are credited directly to the asset revaluation reserve.

9.3.4 Where assets are re-valued to depreciated replacement cost, (adjusted to reflect

the present condition of the assets) and not by reference to current prices for assets newer than those being re-valued, any balances of accumulated depreciation existing at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are increased or decreased by the revaluation increments or decrements.

9.4 Depreciation of Non-Current Assets

9.4.1 Straight line depreciation is used for all non-current assets on the basis that the economic benefits, being the service provided by the asset, are generally used in a uniform manner throughout the asset’s useful life.

9.4.2 In accordance with AASB 116 – Property, Plant & Equipment, depreciation of an asset

will begin from the time the asset is available and ready for use. In the case of contributed assets, depreciation will begin from the time of handover to CVI of those assets.

9.4.3 Other than land, all infrastructure, property, plant and equipment assets

recognised are systematically depreciated over the useful life in a manner which reflects


the consumption of the service potential embodied in the asset. 9.4.4 Major depreciation periods for each class of asset are shown below.

ASSET CLASSIFICATION USEFUL LIFE

BUILDINGS 40 years

FURNTURE & FITTINGS 5 to 10 years

OFFICE EQUIPMENT 3 to 5 years

9.5 Disposal of Fixed Assets

9.5.1 All non-current assets will be removed from the asset register on disposal. 9.5.2 When an asset is sold and its selling price varies from the carrying amount in the balance

sheet, a gain or loss on disposal will be recognised directly to the Income Statement. 9.5.3 When an asset disposed of has been subject to revaluation, the net increment in the

asset revaluation reserve relating to the disposed asset will be transferred to Accumulated Funds.

9.5.4 Partial renewal / replacement of an asset is recognised by adding the renewal /

replacement cost to the existing asset value. The useful life of the asset will be adjusted, if necessary, at the time of reviewing the useful lives.

9.6 Capitalisation Threshold

9.6.1 The following table provides guidance when determining whether expenditure is either capital or operating in nature. These limits are subject to change based on ATO legislation and/or accounting standards that may change from time to time.

Operating/Maintenance (<$1000)

Capital (>=$1000)

IT & Office Equipment / Furniture & Fittings

• Expenditure <$1,000 for individual hardware/ furniture assets or assets that cannot be easily grouped. • Annual software licence and maintenance fees and all minor upgrades to core operating systems.

• Expenditure >=$1,000 for individual hardware/furniture assets, or assets that can be easily grouped. • Costs associated with the purchase or major upgrades of core operating systems.

Signs • Repairs to existing signs.

• All new signs. • Complete replacement of existing signs.

Land • Landscaping to otherwise • Landscaping to improved

Commented [SA20]: Should we put a class in for costumes, props etc?

Commented [MB21]: Lets not

Commented [SA22]: Comment on pooling assets <$1,000?


arable land that is intended to keep the asset in service but does not extend the life of the asset. • All maintenance of landscaping structures. • Renewal of mulch and garden beds.

land that extends the life of the asset. • Landscaping to otherwise arable land that extends the life of the asset. .

Buildings • All maintenance of any component of the building.

• Any structural addition to the building that extends the life of the asset. • Repairs/renewal that extends the life of the asset.

9.7 Asset Register

9.7.1 An asset register will be kept and maintained in accordance with acceptable accounting

standards. 9.7.2 A register will be kept of all portable items regularly removed from the office premises

for the purpose of conducting events.

(Valuable portable items which are more likely to be subject to loss due to theft or misplacement shall include items such as laptop computers, tablet computers, cameras, portable TV’s, videos and communication equipment.)

9.8 Hiring of Properties and Equipment

9.8.1 A record of property hire, including Cali Bear, under the care, control and management of CVI will be maintained giving particulars of each hiring and the amount paid as a refundable security deposit and hire fee.

9.8.2 A monthly reconciliation of deposits held by CVI shall be carried out by the Executive

OfficerChief Executive Officer.. 9.8.3 Deposits for property hire will be accounted for as a liability in the CVI balance sheet.

9.9 Sale and Disposal of Land and other Assets

9.9.1 Sale of Land

9.9.1.1 The sale or disposal of CVI land will be subject to a separate resolution of the CVI Membership in every instance.


9.9.1.2 The process for the sale and disposal of land and other assets will be fair

and transparent to ensure CVI obtains the best outcome and price. 9.9.1.3 Unless the CVI Board resolves otherwise the procedure to be used for

selling land will be by quotation from not less than three (3) estate agents.

9.9.2 Sale of Other Assets

9.9.2.1 Other assets such as plant and equipment surplus to requirements will be offered for resale or traded-in on new items.

10. Registers 10.1 The asset register is the primary financial register for CVI.

10.1.1 Additional Registers shall also be maintained for the following information:

10.1.1.1 Insurances 10.1.1.2 Personnel 10.1.1.3 Delegation of authority

10.2 Insurance

10.2.1 Identified insurable risks will be covered with a policy of insurance. 10.2.2 The extent of cover, both risk and sum insured, shall be reviewed at least annually by

the Compliance Audit and Risk Committee. 10.2.3 Cover will include, as required:

10.2.3.1 Special risks 10.2.3.2 Consequential loss 10.2.3.3 Public liability 10.2.3.4 Members, officers, volunteers, Directors and employees 10.2.3.5 Professional Indemnity 10.2.3.6 Fidelity guarantee 10.2.3.7 Cash in transit/on premises 10.2.3.8 Computer equipment


10.2.3.9 Workers Compensation 10.2.3.10 Accident and sickness 10.2.3.11 Travel 10.2.3.12 Product Liability

11. Computing/Electronic Accounting 11.1 Corporate Accounting Database

11.1.1 XERO MYOB accounting and payroll software is the standard financial system support

for CVI.

11.2 Security

11.2.1 Security of the general and subsidiary ledgers is implemented at both the hardware and software levels. Initial access to the system is restricted by individual user code and password validation. Access to the database is restricted by system access routines.

11.2.2 Access to application programs in the financial and rating systems is restricted by

relevant module securities per employee and database access security. 11.2.3 The relevant securities for specific modules are set for employees working in the specific

accounting areas of creditors, debtors, payroll, general ledger, receipting and rate accounting. Employees in the above areas have full access to the respective module’s programs and can perform enquiry, reporting, data entry, processing and maintenance of financial records.

11.2.4 Employees outside these specific financial and rating areas are restricted to enquiry and

reporting access only. 11.3 System Integrity

11.3.1 System integrity is maintained through the use of audit logs and reports. In addition a comprehensive system of data backups and system redundancy mean that recovery from either a system failure or potential disaster situation can be performed.

11.4 System Backup

11.4.1 The entire database is fully backed up overnight (offsite) with progressive incremental backups throughout the day.


12. Financial Records 12.1 Record Keeping

12.1.1 All records of financial transactions will be kept and maintained in accordance with prescribed requirements and general accounting standards.

12.1.2 Records will be taken to include both hard copy records and records stored

electronically. 12.1.3 Records will be managed in the following manner:

12.1.3.1 Bank Account Records

12.1.3.1.1 Cheque Duplicates Destroy after seven (7) years 12.1.3.1.2 Cancelled Cheques Destroy after seven (7) years 12.1.3.1.3 Cheque/EFT Listings Destroy after seven (7) years 12.1.3.1.4 Register of Cheque Forms Destroy after seven (7) years 12.1.3.1.5 Bank Deposit Forms Destroy after seven (7) years

12.1.3.1.6 Bank Statements Destroy after seven (7) years 12.1.3.1.7 Deposit Cheque Listings Destroy after seven (7) years 12.1.3.1.8 Bank Reconciliations Destroy after seven (7) years

12.1.3.2 Debtors

12.1.3.2.1 Debtors Invoice Destroy after seven (7) years 12.1.3.2.2 Debtors Credit Note Destroy after seven (7) years 12.1.3.2.3 Debtors Trial Balances Destroy after seven (7) years 12.1.3.2.4 Debtors Ledger Destroy after seven (7) years 12.1.3.2.5 Debt Recovery

Correspondence Destroy after seven (7) years 12.1.3.2.6 Receipts Destroy after seven (7) years

12.1.3.3 Ledgers and Journals


12.1.3.3.1 Subsidiary Ledger Journals Destroy after seven (7) years 12.1.3.3.2 General Ledger Journals Destroy after seven (7) years 12.1.3.3.3 Subsidiary Ledgers Destroy after seven (7) years

12.1.3.4 Creditors

12.1.3.4.1 Petty Cash Reconciliation Destroy after seven (7) years 12.1.3.4.2 Petty Cash Vouchers Destroy after seven (7) years 12.1.3.4.3 Creditors Invoices Destroy after seven (7) years 12.1.3.4.4 Creditors Ledger Destroy after seven (7) years 12.1.3.4.5 Creditors Trial Balances Destroy after seven (7) years

12.1.3.5 Financial Statements

12.1.3.5.1 Annual Statement of Accounts - Certified Copy Retain Permanently

12.1.3.5.2 Auditor’s Report Retain Permanently

12.1.3.6 Payroll

12.1.3.6.1 Time Sheets Destroy after seven (7) years 12.1.3.6.2 Personnel Records Destroy after seven (7) years 12.1.3.6.3 Workers Comp Claims Destroy seventy-five (75) years

after date of birth or seven (7) years after leaving

12.1.3.6.4 Payment Summary

Duplicates Destroy after seven (7) years

12.2 Long Term Financial Plan

12.2.1 A Long Term Financial Plan will be developed as part of CVI’s strategic management planning processes. The plan will provide a long term financial projection for a period of no less than 5 years and will be reviewed at least annually.

12.2.2 The Long Term Financial Plan will align with CVI’s strategic directions document and

should form the basis for the annual budget each year.


12.2.3 Assumptions used in developing the plan will be reviewed yearly and updated in

conjunction with CVI’s annual budget development process. 12.2.4 The assumptions used in developing the plan should address at a minimum CVI’s

position on debt levels, the management of the assets, revenue increases and specific operational expenditure strategies.

12.2.5 The Long Term Financial Plan should comprise:

12.2.5.1 Estimated Income Statement 12.2.5.2 Estimated Balance Sheet 12.2.5.3 Estimated Cash Flow Statement 12.2.5.4 Estimated Statement of Changes in Equity 12.2.5.5 Estimated Budget Funding Summary 12.2.5.6 Capital & Project Expenditure Project Listings

12.3 Statutory Financial Reporting

12.3.1 Annual financial statements shall be prepared in accordance with applicable Australian Accounting Standards and other applicable standards or regulations.

12.3.2 Audited financial statements will be presented to the CVI AGM for adoption not later

than 31st May each year. 12.3.3 Audited financial statements will be submitted to ASIC and to other bodies as prescribed

in CVI’s distribution Policy Log 12.3.4 A summary of significant Accounting Policies for the purpose of preparing the annual

audited financial statements will be contained in the Notes to the Accounts in the Annual Report.

12.4 Procedures for the Certification of the Annual Financial Statements

12.4.1 The Executive OfficerChief Executive Officer will coordinate the prepare epare epare preparation of the draft statements for submission to the Board Audit & Risk Committee and for the external auditor.

12.4.2 The CVI President, CVI Director of Finance and the CVI Secretary Audit & Risk Committee

will review the draft statements to ensure that they present fairly, the affairs of CVI. This review will be conducted independently of the external audit. However, it is anticipated that the Board membersAudit & Risk Committee will have the benefit of any information available (informal or otherwise) on particular matters raised by the auditor up until the time of the review. Any suggested changes will be provided to the Executive OfficerChief


Executive Officer. 12.4.3 Following the external audit, the Executive OfficerChief Executive Officer and auditor

will propose any necessary amendments to the draft statements, which will be referred to the Director of Finance for consideration and approval.

13. Reviews

13.1 This Manual will be reviewed in line with CVI’s Strategic Plan and other adopted policies as

required. 14. Further Information 14.1 For further information about the Accounting Policies and Procedures Manual please contact the

CVI Director of Finance or the Executive OfficerChief Executive Officer.

calisthenics victoria incorporated (cvi) financial …...2017/05/08 · 6.5.4 all accounts will be...

Documents